Tag: SAMR Model

It’s not just about giving kids access to computers and the Internet; Teachers must instruct kids how to use technology “innovatively.” It’s all about the SAMR model (Substitute, Augmentation, Modification, and Redefinition). Teachers should stop worrying about redefining technology, and let it redefine their teaching. Then substitution, augmentation, and modification will fall into place.

What has technology done for our teaching?

This pic shows my trusty van, the 1st vehicle I ever owned, in front of a flower shop that one of my crews painted during the summer of 1994. (Collegeville, PA.)

When I was in college I had the amazing opportunity to run my own outdoor house painting business through a corporation called College Pro Painters. This company hired and trained college students to operate franchises — reproductions of the original business begun by a college student, Greig Clark, from Canada in 1971. The training did not spend any time teaching us managers how to paint. It concentrated on teaching us how to train our painters to produce high-quality work by requiring seemingly “barely achievable” expectations. We also learned how to hire our workers, estimate prices, budget supplies, and land jobs.

Here I am getting a crew ready to spray the outside of a house (1995).

I had painted for one of the College Pro Painting franchise owners the summer before I was hired to run my own business. It had been a rewarding, successful, and lucrative summer job. Thus, I knew how to paint, and I could do it well.

There came a point in the summer that I was managing three different crews made up of between three and five painters, each, when I was frustrated by the rate of slow production and low quality work. I confessed to my district manager, my boss, that I wished I could just go out there and paint the darn houses, myself! He told me a story.

One of my crews painting a twin in Pottstown, PA (1994).

Before becoming the district manager of the entire North Eastern United States, he had been in the same shoes as me. He was estimating, budgeting, hiring, and training with barely time to sleep and eat. Then his dad got ill. His mom had died when he was young. He had no siblings. It was up to him to help his father.

Maybe you think his business suffered. It didn’t. This incredible businessman began running his business from home. He started having his foremen stop by his house in the mornings. They would pick up orders and estimates. Then they would get supplies from the paint store that the manager had called in. The foremen would talk to the homeowners, walking them around at the end of each day, discussing the progress of the project, and even finalize the job, collecting the final check.

The ground-breaking technology that made all of this happen back in 1990 was the… ready for this? Telephone. Homeowners called an 800 number to ask for estimates for painting. Because the manager was stuck at home, he was able to check his leads several times a day, calling homeowners back nearly immediately. He scheduled all of his estimates on the same day and back to back, rather than spreading them out. By the end of the summer, the manager who seemed the most limited was able to produce far more painting work than any other manager in his district.

This tale resonated with me. Rather than taking over the work that my painters were producing “under par” and slowly, I gave my employees more responsibilities. I stopped running around town like a manager with his head cut off. No longer did I talk to each painter. I only spoke with the foremen. They became the ones who communicated with the homeowners. They were the ones responsible for the job, anyway! The quality of work slowly rose as foremen realized they wouldn’t be able to collect the final payment until the homeowner was happy. It became the leaders of the crews who put pressure on their painters, instead of me micromanaging everyone. Needless to say, I won the Rookie of the Year Award at the end of my first summer running my own business (1994). And, it was thanks to the encouragement of my district manager, who empowered me with vision and leadership.

What does this have to do with teaching?

Don’t fall into the trap of letting technology innovate you. You be the innovator.

How often do teachers take over the learning for their students? How can technology revolutionize the reach of student-ownership? The technology that was cutting edge in 1994 was the beeper. I got pages when leads called for an estimate. I would pull my painting van over at one of the dozen pay phones I frequented and call the 800 number to collect my lead info. Then I would call the future customer, right away. Nowadays we get instant notifications when a social media message or comment comes in. We must teach the next generation how to manage this barrage of technology. Don’t let it innovate you. Be the innovator.

We have all heard the derisive term used in competition when a competitor conquers his opponent so thoroughly that he is said to have “owned” him. It was made popular during the inception of the Internet by hackers (Savagegump, 2005) gaining complete control over a program. Teachers should stop trying to “own” their teaching. Let students control their own learning. Let technology redefine your teaching, and LET GO.

My most successful crew was rewarded the best jobs. Here, they are painting the largest project of the summer, 1994… $8,500.

This blog is a byproduct of two experiences: Participation in the “live chat” #MasteryChat on September 27, 2018, hosted by @chadostrowski CEO of @teachbetterteam that centered on “Student-Ownership”… And, reading Deubel’s (2018) “Technology Integration: Essential Questions” for a class from Kutztown University.

The #masterychat was an awesome experience. Can’t wait for the next one!